Team size: 7

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

In unstable scenarios, we take a proactive and integrated approach: we constantly monitor regulatory and geopolitical risks, anticipating their impact on operational and energy processes. The legal department takes on a strategic governance role, preparing flexible contractual clauses, continuity plans and adaptive compliance structures. At the same time, we work in synergy with top management, risk management and operations to translate the regulatory framework into timely business decisions, reducing risks and preserving competitiveness. This integration makes legal strategy an essential component of corporate strategy, enabling us to ensure service continuity and stakeholder confidence even in the most complex contexts.

What are the major cases or transactions you have been involved in recently?

Strategic legal support in the tender for the reallocation of the gas distribution concession in the Trento ATEM, helping to ensure regulatory compliance, the soundness of the bid and the protection of the Group’s interests.

Acquisition of 40% of Hydro Dolomiti Energia SRL from the Macquarie Group. Hydro Dolomiti Energia manages a fleet of hydroelectric plants in Trentino and Veneto, with a total efficient capacity of approximately 1,280 MW. Specifically, the fleet consists of 26 large diversion plants, totalling 1,278 MW, and 3 small diversion plants, totalling 2.4 MW.

Acquisition from the IVPC Group of majority stakes in a group of companies owning operational wind farms with a capacity of approximately 66 MW and wind and solar power projects under development, of which approximately 30 MW are under construction and a further 867 MW are under development.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Sustainability has been fully integrated into core business processes through:

Assigning responsibility to the CFO to ensure strategic oversight and integration with economic and financial considerations.

Setting measurable ESG objectives, with targets for reducing emissions, energy efficiency and responsible use of resources.

Integrating environmental and social criteria into investment and procurement processes, favouring sustainable suppliers and innovative solutions.

Strengthening governance through committees and monitoring procedures that ensure transparency and compliance with international standards.

Engaging employees with training and awareness programmes to embed sustainability in the corporate culture.

Adopting a Green Framework to structure and finalise sustainable finance transactions in line with market benchmarks.

The General Counsel ensures ESG compliance, supports the structuring of sustainable transactions, integrates sustainability into governance.